Problem Formulation and Identification

Problem Formulation and Identification
There are several types of decision-style models, and finding the correct model for an organization is important. Not all organizations. or people within the organization think the same, and in turn not all decision-style models will work in all organizations. An organization can go under if they are unable to solve problems effectively. In this paper a couple different types of decision-style models are discussed. This will help to explain how the models work and show an organization what model might work best for the organization.
The collective decision-making style combines multiple perspectives. The logic and rationally of different individuals collectively analyze and formulate decisions together. The collective style of making decisions has both similarities and differences when other styles. T he collective model of decision-making both lack the stability of a rigid or complex bureaucracy. The collective style is usually embraced willingly in the hope that it best suits a particular organization?s needs. The collective decision making relies on small steps or pieces ?to move in piecemeal fashion toward a bigger solution? (Bateman and Snell, 2009). The collective style individual pieces are isolated from each other. Pieces or individuals within the collective style influence each other more often as they exchange information while working collectively.
The collective style of decision-making has unique strengths and weaknesses. Collective knowledge increases the amount of intellectual capital and brainpower. This style of decision-making draws upon the advantage of diversity by capitalizing on the strengths and expertise of different people. Multiple perspectives on any issue increase creativity, innovation, and flexibility. Weaknesses of making decisions collectively may include lower levels of cohesion and increased exposure during times of crisis. The collective decision-making style can be more negatively affected than others by internal conflicts and disagreements. With no one clearly in charge some people may ?try to influence organizational decisions so that their own interest will be served reducing decision-effectiveness? (Bateman and Snell, 2009). This style of decision-making can make a firm particularly vulnerable during time of crisis, when responsibility should be consolidated within a strong leader.
The collective style of decision-making is effective at indentifying problems and describing them to stakeholders in a manner sensitive to their perspectives. Collectives focus many minds on particular problems or hotspots at any given time. Members, who most closely resemble or relate to stakeholders perspectives, can be used to increase communication. For example, if an incorporated collective decides to release additional shares additional shares it can have particular members inform other members whom they personally know.
The delegation decision making style allows the manager or a person in control to disperse tasks to his or her staff. This is a smart method of decision making because although the manager/leader has to consider the goal setting he or she can consult the staff with different experiences to achieve those goals. Delegation is often most useful when a leader is working with highly skilled or experienced workers. This decision making style allows the leader to capitalize on their employees? individual talents and strengths, while also benefiting from the power of the whole. Delegation is an effective step in recognizing the importance of company?s human capital and or what weaknesses there are. Delegating does not mean giving up control it?s simply means trusting your subordinates and building a strong multitasking team to achieve goals and objectives. Delegation ultimately reduces the workload and stress on the leader because the work is dispersed among the staff members. A manager who uses delegation allows his subordinates to be empowered and motivated resulting in greater trust. This also encourages employee feedback and allows them to have a voice. Although as is with any decision making style there are some disadvantages of delegation. Some of the disadvantages are delegating a task not matched to the individual?s skills or level of experience. Another mistake a manager/leader can make when delegating is not to explain clearly and concisely how a task should be accomplished. This will result in an ultimate waste of everyone?s time and disastrous consequences to the project at hand. Ultimately the power and accountability rests with the delegator leader or manager in charge. If applied correctly delegation can be very beneficial in any organization.
Autocracy is a simple and direct approach to decision making. The autocratic style, as the
name suggests, is the process of decision-making that is done by one person,